Chapter-01

1-Define organizational behavior:

Organizational behavior is the study of how people act within organizations. It looks at how
individuals and groups interact, the culture and structure of organizations, and how these factors
impact productivity, job satisfaction, and overall performance.

2-Goals of Organizational Behavior (OB):

The four main goals of Organizational Behavior (OB) are to describe, understand, predict, and
control human behavior at work.
1. Describe: This means observing and explaining what people are doing at work. For example,
you might notice that employees often work together in teams, which shows a teamwork-
oriented environment.
2. Understand: Once behaviors are described, the next goal is to understand why these behaviors
occur. Understanding helps identify factors like motivation, stress, or leadership that influence
actions. For instance knowing that employees prefer teamwork because they feel more supported
by their co-workers.
3. Predict: Predicting behavior is about seeing patterns to guess how people will act in certain
situations. For example, if you notice that employees perform better when they receive positive
feedback, you can predict that encouragement will likely improve their work.
4. Control: This goal involves using what you know to guide behavior in a certain direction. For
instance, if regular feedback boosts performance, a manager might set up regular feedback
sessions to help everyone do their best.
These goals help managers create a good work environment and support everyone in working
well together.

3-Forces of Organizational behavior :

1. People: This includes the attitudes and behaviors of individuals and groups in the
organization. For example, if a team member is positive and supportive, they can inspire others
to work harder and create a better team atmosphere.
2. Structure: This refers to how the organization is set up, including roles and hierarchy. For
instance, a company with fewer management levels may allow employees to communicate more
easily, leading to quicker decisions and better teamwork.
3. Technology: The tools and systems used by employees can impact their work. For example,
using a new software program for project management can help team members stay organized
and communicate more effectively, making their work easier.
4. Environment: This includes outside factors like the economy, competition, and cultural
influences. For instance, if there is a recession, a company might have to cut costs, which can
create stress for employees and affect their motivation.
These forces work together and shape how people behave and perform in the workplace.

4-Fundamental Concepts of Organizational Behavior,"

Is divided into two sections: "The Nature of People" and "The Nature of Organizations."
 The Nature of People
1. Individual Differences: Every person is different, with unique personalities, skills, and
experiences. For example, one worker might be good at talking to customers, while another
prefers working quietly on tasks. Understanding these differences helps managers give the right
job to the right person.
2. Perception: People see things differently based on their experiences and beliefs.
For example, one person might see feedback as helpful advice, while another might think it’s
criticism. Knowing this helps managers communicate better with everyone.
3. A Whole Person: Employees bring their whole lives with them to work, including their
personal problems and feelings. For example, if someone is worried about a family issue, they
may find it hard to focus at work. Understanding this helps managers support their employees
better.
4. Motivated Behavior: People work harder when they feel motivated or have a reason to work
well. For example, a salesperson might work extra hard to meet a sales goal if there’s a bonus.
Knowing what motivates people helps managers set up rewards that encourage good work.
5. Desire for Involvement: People like to feel included in decisions that affect their work. For
example, if an employee is asked for ideas on a new project, they feel valued and more interested
in the work.
6. Value of the Person: Every person has worth and should be respected. For example, thanking
an employee for their hard work makes them feel appreciated and more loyal to the company.

 The Nature of Organizations

1. Social Systems: Organizations are social places where people work together and form
relationships. For example, a workplace might have formal groups (like teams) and informal
groups (like friends), which affect how people get along and work together.
2. Mutual Interest: Employees and the company both gain something from each other. For
example, employees earn money and grow in their careers, while the company benefits from
their hard work. Recognizing this shared benefit helps keep a positive atmosphere.
3. Ethics: Companies should have strong values about what is right and wrong. For example, an
ethical company treats all employees fairly and doesn’t allow discrimination. Being ethical
builds trust and a good image.
These simple ideas help organizations understand how people act at work and create a better
place for everyone.

5-Moral intelligence
Is the ability to know right from wrong and act in a fair and honest way. It’s about following
strong values, like honesty, responsibility, kindness, and forgiveness. People with good moral
intelligence make decisions that are fair and treat others with respect.
In a workplace, moral intelligence helps build trust and create a positive environment. For
example, a manager with moral intelligence will be fair to all employees, communicate honestly,
and make decisions that are good for the whole team.
Key parts of moral intelligence include:
1. Integrity: Doing the right thing, even when no one is watching. For example, being honest
about a mistake instead of hiding it.
2. Responsibility: Owning up to your actions and understanding how they affect others. For
instance, admitting if your work caused a delay and finding ways to fix it.
3. Compassion: Showing care and kindness to others. For example, supporting a coworker who’s
going through a tough time.
4. Forgiveness: Letting go of past mistakes, both yours and others’. This helps keep a peaceful
and supportive work atmosphere.
Moral intelligence helps people make good choices, creates respect in the workplace, and leads
to long-term success.

6-Limitations of organizational behavior

1. Behavioral Bias:
Sometimes, managers make decisions based on personal preferences instead of looking at
things fairly. For example, a manager might always give special tasks to a few employees they
like, even if others are equally capable. This can create an unfair environment where some
employees feel ignored or undervalued, lowering overall team morale and performance.
2. The Law of Diminishing Returns:
This means that after a certain point, putting more effort into improving behavior at work
doesn’t give much extra benefit. For instance, offering frequent training or rewards can motivate
employees at first, but over time, they may start to lose interest. As a result, the company spends
more money and time without seeing better results.
3. Unethical Manipulation of People:
Organizational behavior techniques can sometimes be misused to unfairly influence
employees. For example, a company might encourage employees to work extra hours by calling
it "team spirit," even if they aren’t paid fairly for the overtime. This manipulates employees into
working harder without proper rewards, which can eventually harm their trust in the company.
These limitations show that while organizational behavior can be helpful, it can also create
problems if not used carefully and fairly
7-Approaches of Organization Behavior:
1. Human Resources Approach: This approach treats employees like valuable assets. Happy and
trained employees do better work. For example, a company that cares about its workers' needs
and offers training will see good results.
2. Contingency Approach: This approach says there is no one-size-fits-all way to manage. The
best way to lead depends on the situation. For example, a small company might need a relaxed
leader, while a big company needs more rules.
3. Result-Oriented Approach: This approach focuses on achieving goals. Employees are
rewarded for reaching targets. For example, a company might give bonuses to workers who meet
their sales targets.
4. Systems Approach: This approach sees the organization as a group of connected parts.
Changes in one area affect others. For example, if marketing changes its strategy, it could also
affect sales or customer service.
Each approach helps managers manage people and solve problems in different ways.

Chapter -02
1-Social intelligence :
Social intelligence is the ability to understand and get along with others. It means knowing how
people feel, what they need, and how to communicate in different situations. For example, if you
can make people feel comfortable in a group or solve a disagreement between friends, you are
using social intelligence.
Social intelligence has five key parts:
 Empathy: Understanding and feeling what others are going through. For example,
comforting a friend who is sad.
 2. Presence: Being fully focused and engaged with others in the moment. It's about
showing people you care by paying attention to them.
 3. Situation Reader: Knowing how to act in different social situations. For example,
understanding when to joke and when to be serious.
 4. Clarity: Speaking clearly so others understand you. It helps avoid confusion and makes
communication easier.
  5. Authenticity: Being yourself and honest with others. People trust you more when
you're real and genuine.

2-The five models of Organizational Behavior (OB)

It explain different ways to understand and manage how people behave in organizations. Here
are the five models:

1. Autocratic Model: This model is based on power and authority. The leader has complete
control over employees and makes decisions without much input from them. Employees
are expected to follow orders. For example, a factory where workers have to follow strict
rules without questioning the boss
2. Custodial Model: This model focuses on providing security and benefits to employees,
like good salaries, healthcare, and retirement plans.The idea is to make employees feel
comfortable and loyal to the company, but they still rely on the company for their needs.
For example, a company that provides good health insurance and retirement plans to keep
workers happy.
3. Supportive Model: This model focuses on helping and encouraging employees. The boss
motivates workers by offering support, feedback, and recognition. It’s about building a
positive environment. For example, a manager who praises employees and helps them
improve their skills.
4. Collegial Model: In this model, everyone works as a team. Employees and bosses work
together equally and share responsibility. The focus is on cooperation and teamwork. For
example, a company where everyone makes decisions together and helps each other.
5. System Model: This model looks at the organization as a whole system, where all parts
work together. Employees contribute to the success of the organization by working with
other departments. For example, in a company where marketing, sales, and production
must work together to reach company goals.

FIGURE-2.1 must need to be read